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Leading and directing all or part of an organization through the deployment of resources (human, financial, material, intellectual, or intangible).
 |  | | What You Don’t Know About Managing Nonprofits–and Why It Matters | | | Business leaders who have made the transition from the for-profit to the not-for-profit sector talk to McKinsey about the differing management, operational, and attitudinal styles of the two sectors, and why it is important to be aware of the differences. | Read more on the Stanford Social Innovation Review site |
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| | | The Power of Vision | | | For any organization to succeed–and especially for nonprofits–leaders need to have vision. That can be easier said than done, but leaders need to do the hard work to not only find one, but also maintain it. | | Launch this report (PDF - 1.1 MB) |
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| | | Getting Better at Doing Good | | | Alumni represent a deep reservoir of time, money, and talent. Here's how nonprofit organizations can foster enduring relationships with them. | | Launch this report (PDF - 144 KB) |
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| | | Interview with Bill Drayton, CEO of Ashoka | | Stanford Social Innovation Review
William F Meehan III
McKinsey director Bill Meehan interviews Bill Drayton, CEO of Ashoka, on his work with social entrepreneurs and its role in the world. | | Read more on the Stanford Social Innovation Review site |
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| | | The Knowledge Advantage | | | For nonprofit organizations, harnessing intellectual capital is a key to success. A more systematic approach to knowledge management will help you get there. | | Launch this report (PDF - 587 KB) |
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| | | Faster Charity | | The McKinsey Quarterly, 2002 Number 2 Web exclusive
Former senator Bill Bradley argues that foundations and nonprofit organizations can benefit society best by paying out more of their money now rather than stockpiling their assets for later distribution. | Read more on the McKinsey Quarterly site |
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| | | The Nonprofit Sector's $100 Billion Opportunity | | | A recent article in the Harvard Business Review by Bill Bradley and McKinsey consultants Paul Jansen and Les Silverman details the nonprofit sector's $100 billion performance imperative. | | Read more |
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| | | Nonprofits at a Crossroads | | | Bill Bradley, Paul Jansen, and Les Silverman examine the new and emerging challenges that nonprofits face to generate increasing amounts of social good with every dollar raised as part of a publication produced for the World Economic Forum. | | Read more in the World Economic Forum feature |
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| | | A New Paradigm For Nonprofit Management | | Trendscope, April 2001
As government shifts more responsibility for social services to nonprofits, charitable organizations will be hard pressed to manage without fundamental change. | | Launch this report (PDF - 28.1 KB) |
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| | | Doing Good by Doing Well | | The McKinsey Quarterly Anthology, A New Era for Nonprofits (2001)
Nonprofit organizations should consider creating wealth rather than merely distributing it. | | Read more on the McKinsey Quarterly site |
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| | | How is McKinsey SSO helping to address disease and poverty, while bolstering strategic giving? | |
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